“If you are entrusted with bringing about change, you likely possess the knowledge needed to advance the organization, and you might have a plan — but knowledge is not enough. You have to bring yourself to each interaction in a deeply authentic way. People don’t care how much you know until they know how much you care.” – Doug Conant
A common mistake of Social Impact Boards is not anticipating a top-level shake-up. Maybe your long-serving Executive decides it’s time to move on. Or the Board determines the current leader is inadequate. Or your organization chooses to restructure and requires a leader with a different skill set than the current Executive. A Social Impact organization needs a succession plan to deal with scenarios like these. Sadly, not all have one — not even close. Research by BoardSource reveals that only 27% of Social Impact organizations in the US have a written succession plan. If your organization is in the other 73%, it’s time to start thinking and planning.
Effortless Transition
Leadership changes are often a delicate process. Usually, they require the Executive to balance their personal needs and the organization’s needs. It’s not uncommon for an organization’s stakeholders to feel overlooked in the process. A thoughtful succession plan can help to ensure everyone feels in the loop. No plan is perfect, and there will likely be unanticipated obstacles along the way. But, a comprehensive plan can provide the departing leader, remaining management, and board members remain focused on what’s essential.
The plan should include as many areas as you feel necessary to create an orderly and smooth transition for all involved. Some variables could consist of the mission, financial situation, strategic plan, and organization size. Here is some guidance on creating a robust plan.
Think about strengths and risks. The transition team must start the leadership succession planning process by listing all the “knowns,” such as your organization’s mission, and the “unknowns,” like future developments’ impact on the mission. Next, the transition team should detail the anticipated challenges a new Executive will likely face and how your organization might address them.
This process requires a thorough and candid appraisal of your organization’s strengths and weaknesses. Engaging an outside expert to interview board members, staff, and community stakeholders to ensure an unbiased and clear-eyed assessment is common.
Look forward. When searching for a new leader, focus on finding the best person for your organization’s future rather than replacing the departing Executive. Obviously, it makes sense to look for a candidate who shares some of your retiring leader’s qualities. But it’s just as important to think about the experience and skills the new leader will need as the organization implements new plans. For instance, if the organization intends to create an endowment, what skills will the Executive need? If the mission is shifting, would it make sense to hire a world-class communicator to keep stakeholders aligned? Build consensus in the transition team and start interviewing candidates.
Set a clear tone. The current Executive sets the tone during a leadership succession. They should encourage staffers to cooperate and maintain a positive attitude — even if they disagree with all the decisions being made. It’s also vital for departing executives to work as closely as feasible with their successors during the transition period. This must include transferring valuable institutional knowledge that isn’t written down.
Clarify your Board’s role. The Board of Directors will play a pivotal role during the leadership transition, although the specific tasks they perform may vary. In most cases, the Board should work with the transition team to:
Provide transition planning for the organization,
Identify critical characteristics of the new leader,
Engage their networks to discover and attract top candidates,
Interview and evaluate applicants,
Coordinate onboarding of the new Executive, and
Assist and support the new leader during the transition.
Whatever role board members play, they must work with, not against, staff and other stakeholders participating in the search and transition process. Communication during this time is critical.
Engage the staff. A succession is a challenging time for staff, many of whom will be handling additional tasks. Senior staffers can provide support and continuity when a new Executive moves into their role. Appointing a “senior advisor” to assist the newly hired Executive through the first few months on the job can significantly benefit
A leadership transition is a perilous time for a Social Impact organization. There’s a lot at stake, so don’t take these planning duties lightly. An excellent place to start is to outline the immediate steps you’ll take when your Executive decides to vacate the position. When succession becomes necessary, the last thing you want to do is make it up on the spot.
